As you develop your organization's engagement plan, you'll want to take all these generational differences into consideration. First, however, you should get a sense of how many Millennials, Gen Xers, Boomers, and even Traditionalists you have in your firm. Use a form like this one to write down your numbers.
For help juggling the various priorities of each generation, see this table.
| Baby Boomers (Born 1946–1964) | Generation X (Born 1965–1980) | Generation Y (Born 1980–2002) | |
|---|---|---|---|
| Values | Workaholic Competitive Innovative Questions authority Materialism Personal/social expression Skepticism |
Life balance Global thinking Diversity Unimpressed by authority Fun Self-reliance Cynicism/pessimism |
Team player Enthusiasm for change Respect for authority Tempered hopefulness Sociability Optimism |
| Work Is | An exciting adventure | A difficult challenge | A means to an end |
| Leadership Style | Consensual Collegial |
Challenges others | To be determined |
| Communication | In person In meetings |
Direct Immediate Voicemail |
Text message Direct message YouTube |
| Feedback | Doesn't appreciate it | Asks, “How am I doing?” | At the push of a button |
| Rewards | Money Title Recognition |
Freedom Independence |
Meaningful work |
| Motivation | The need to feel valued and needed | Do it “my way” Work–life balance |
Work with bright staff Work–life balance Social interaction through technology |
| Engagement Strategies | Establish non-authoritarian environment Offer fresh assignments Provide developmental experiences Tap into their expertise Ease pressure of complex life |
Allow time for questions Provide references Use time-efficient approaches Keep up a quick pace Be specific about growth Allow time to earn their respect |
Provide interaction with colleagues Bring up to speed quickly Encourage mentoring Use technology Nonparental approach |
Knowing the traits commonly found among members of a particular generation can help you pinpoint what drives the individuals in your firm. For example, if a Gen Y employee you supervise is incredibly driven by recognition, find a way to satisfy this. If money is practically irrelevant to her, make sure she had plenty of face time with executives whenever the opportunity arose.
On the opposite end of the spectrum was a Boomer in his late 50s, who showed signs of becoming disengaged during a period when layoffs were necessary. Recognizing that this man's various financial responsibilities likely made security a key driver, I frequently went out of my way to reassure him that his job was safe.
The generations do have very different views on authority, teamwork, development, and work–life balance, but everyone — regardless of age — wants the following:
Achievement: Taking pride in one's work
Camaraderie: Having positive, inclusive, and productive relationships
Equality: Being treated fairly in matters such as pay, benefits, and developmental opportunities
Smart bosses know that to boost engagement, they must build cultures with these three values in mind.
